Atavist, a start-up founded by journalists, publishes enhanced ebook singles as well as the software to create enhanced ebooks. The company is currently engaged in both publishing and software development, but as they raise funding and grow, must decide whether to focus on one or the other.
USAP faces extraordinary opportunities to change the way that automobiles are serviced in the US by selling parts at fair prices though online channels.
TOTO, the leading manufacturer of toilets in Japan, is struggling to penetrate the US market with its premier bidet-toilets, which are present in 63% of homes in Japan. The case examines the behavioral, cultural, and institutional barriers that TOTO faces in gaining adoption of an innovation. It also explores the role of product categorization in driving consumer behavior - in contrast to the US, toilets in Japan are considered a high-tech consumer electronic device. Finally, the role of organizational identity and culture is examined. The creation of the bidet-toilet category in Japan was a defining accomplishment for TOTO, and this history has created a strong commitment to promoting it in the US. But given that TOTO has been highly successful selling regular high-end toilets in the US, is this commitment to the bidet-toilet appropriate?
In November 2007, Amazon introduced the Kindle, the first electronic reader with wireless functionality. The case describes the launch of the Kindle and provides information on representative players in the industry (or broader ecosystem) who are likely to be affected, and react: including Penguin (the leading educational publisher), Barnes & Noble (the largest bricks-&-mortar retailer), Apple and Sony (as manufacturers of competing devices), Google (as a major provider of free e-content) and Adobe (as a competitor in creating an e-book standard).
Linear Air is an air taxi start-up established to take advantage of the emergence of Very Light Jets, which incorporate new technology that cuts jet operating costs by about 40%. Air taxis could make use of the 5400 smaller regional airports throughout the US, potentially revolutionizing air travel. But the nascent air taxi industry doesn't yet exist, and there are competing conceptions of what the industry should look like. The founder must evaluate what customer segments to target, what business model to utilize, how to encourage development of the industry ecosystem, and more broadly how to help shape the industry so that it does not develop a highly competitive structure akin to the existing airline industry.
Montague has developed a major innovation that creates a new sub-category in the bicycle industry: a full-sized, high-quality bicycle that folds. In contrast to existing small-wheeled folding bicycles that are portable, but with inferior performance characteristics, the Montague folding bicycle has the look, feel, and performance of a standard bicycle. However, while the firm has experienced notable success since its founding, it has yet to achieve widespread adoption of its innovation. What should the firm do to increase penetration? How can Montague overcome the reputation of folding bicycles as inferior performers and convince consumers, dealers, and others of its bicycle's quality? How can the firm get consumers to even notice the innovation when the bicycle looks just like a regular bicycle? In other words, how can Montague balance the need to look like a regular bicycle in order to achieve legitimacy with the need to signal value by looking different? What market segment should Montague be targeting - customers looking specifically for a folding bicycle, or consumers interested in a full-sized bicycle but for whom the folding feature might add value? Finally, should Montague license its technology to one of the leading mainstream bicycle manufacturers in order to increase adoption, vs. continuing to go it alone in the product market?
Fujifilm was the second largest manufacturer of photographic film in the world when digital imaging began to substitute for its core business. In contrast to some photography incumbents, such as Polaroid, Fuji had a relatively successful transition to digital imaging. In 2000, the company had more than a 20% share of the global digital camera market and at the same time had increased its share of the global film market to about 35% from just 18% in 1990. Despite this accomplishment, by 2006 the company felt the need to find new growth opportunities and was aggressively searching for other markets in which to apply its specialty chemicals expertise. In the process, however, the company had lost its sense of self. "If we aren't an imaging company, then what are we?" was the critical question posed by the CEO. The case examines both how Fuji was able to successfully move from analog to digital imaging and how the CEO should now think about finding a "second foundation."
Examines growth options for a start-up that has parlayed its core technology in flash memory controllers into a rapidly growing position in the emerging digital photography industry. The new CEO must decide whether LexarMedia should maintain its identity as a digital photography company and pursue market-driven growth by extending its photography presence, or pursue technology-driven growth by applying Lexar's technology in emerging markets such as USB flash drives and MP3 players. Key learnings include: managing new industry creation, managing start-up growth, and the role of firm identity in guiding strategy.